Category: Uncategorized

Written by: Karina Bean

Reading time: 6 Minutes

Welcome to the era of personal and professional PR, where catching attention takes more than just a flashy outfit or a clever tagline. It’s all about charisma! Picture that magnetic quality that sets certain folks apart, drawing others in with an irresistible allure. Yep, that’s it – the charm that captivates, the confidence that inspires, and the presence that commands attention. No wonder the 2023 Oxford word of the year was ‘rizz’ – a catchy short form for charisma, popularised by online sensation Kai Cenat.

But what is this ‘rizz’ exactly? It’s a relatively new term, buzzing around online since 2021, but it’s caught on like wildfire. Whether it’s about self-assurance, smooth-talking skills, or just exuding cool vibes, ‘rizz’ is hard to pin down but impossible to miss. Everyone might have their own take on what ‘rizz’ means, but there are some universally acknowledged ‘rizz’ experts out there.

The enigma of charisma

Now, let’s dive into the heart of the matter – where does charisma come from? Some folks think it’s a mystery, but let’s demystify it a bit:

Charisma isn’t just about being born with a silver tongue or a magnetic personality. It’s rooted in values and feelings, a complex mix of traits and behaviours that make someone truly captivating.

Sure, there’s Aristotle talking about logos, ethos, and pathos – the magical ingredients for persuading others. But here’s the kicker: charisma isn’t some ancient secret; it’s a blend of natural talent and learned skills. Scholars and everyday people alike have debated whether charisma is something you’re born with or something you develop.

Are we naturally born charmers, or can we charm our way to the top through practice and self-awareness?

Let’s take a trip down memory lane to 1936 when Dale Carnegie first penned “How to Win Friends and Influence People.” It was a game-changer, suggesting that charisma wasn’t just reserved for the lucky few; it was a skill that could be learned and mastered by anyone willing to put in the effort.

Characteristics of Charismatic Individuals

Now that we’ve scratched the surface, let’s explore what makes charismatic individuals tick. What sets them apart from the crowd and makes them so darn captivating? Well, it turns out they share a few key characteristics:

• Charm: They’ve got that special something that makes people gravitate towards them. Whether it’s their infectious smile, sparkling wit, or genuine warmth, they’ve got a way of making everyone feel welcome.
• Eloquence: Charismatic individuals are master communicators, both verbally and nonverbally. They’ve got a way with words that can captivate a room and a knack for reading social cues that puts everyone at ease.
• Authenticity: They’re not afraid to be themselves, flaws and all. They’re comfortable in their own skin and don’t try to put on airs or pretend to be someone they’re not. What you see is what you get, and people can’t help but respect that.
• Empathy: They’ve got a sixth sense when it comes to understanding others’ thoughts and feelings. They’re great listeners who genuinely care about what you have to say, and they’re always there with a shoulder to lean on or a word of encouragement when you need it most.
• Confidence: Last but not least, they’ve got a healthy dose of self-assurance that commands respect. They walk into a room like they own the place, and people can’t help but sit up and take notice.

Is Charisma Innate or Acquired?

So, we’ve established what charisma looks like, but here’s the million-dollar question: is it something you’re born with, or can you learn to be charismatic? Some folks believe that charisma is an innate quality, something you either have or you don’t. They point to examples throughout history of charismatic leaders who seemed to effortlessly command the attention and admiration of others from a young age.

Take Martin Luther King Jr., Mahatma Gandhi, or Winston Churchill, for example.From the moment they stepped onto the world stage, they had a magnetic presence and innate charisma that set them apart from their peers. But here’s the thing – while some people may have a natural predisposition towards charisma, that doesn’t mean it’s exclusively reserved for the lucky few born with natural charm.In fact, numerous studies in psychology and social science suggest that charisma is a skill that can be developed and enhanced through deliberate effort and practice. Sure, some folks might have a head start, but with a little hard work and self-awareness, anyone can learn to be charismatic.

How to Rizz Up

Now, let’s get down to business – how do you crank up your ‘rizz’ factor? It’s not just about having the gift of gab or a dazzling smile; it’s about honing those skills and traits that make you stand out in a crowd.

1. Listen up! Charismatic individuals aren’t just great talkers; they’re fantastic listeners too. Practice active listening – it’s not just about hearing; it’s about truly understanding what someone is saying.
2. Emotional Intelligence: Get in touch with your emotions and learn to read the room. Emotional intelligence is the secret sauce behind charisma – it’s all about connecting with others on a deeper level.
3. Body Language: Want to ooze confidence? Stand tall, smile big, and use your body language to show you’re approachable and confident.
4. Find Common Ground: Want to build rapport? Find common interests, shared experiences, or mutual goals to connect with others on a personal level.
5. Tell Stories: Everyone loves a good story! Whether it’s sharing your own experiences or weaving a captivating narrative, storytelling is a powerful tool for engaging others.
6. Keep It Real: Authenticity is key. Be genuine, be yourself, and let your unique personality shine through.
7. Develop Charismatic Habits: Cultivate positivity, express gratitude, and spread good vibes wherever you go.
8. Speak with Confidence: Whether it’s giving a speech or just speaking up in a meeting, confidence is key. Practice speaking clearly and confidently to make your voice heard.
9. Build Confidence: Confidence isn’t something you’re born with; it’s something you build. Set goals, face challenges head-on, and celebrate your successes along the way.

Learn and Grow: Seek feedback, observe charismatic individuals you admire, and never stop learning and growing.

Whether you call it ‘rizz’ or plain old charisma, it’s a blend of nature and nurture but clearly not solely the domain of the genetically gifted. It’s important to remember that developing charisma is a journey, and progress may take time and effort, but with persistence and dedication you can cultivate your own magnetic presence and master making a lasting impact on those around you. I leave you with this free downloadable resource infographic to take on your quest for rizz:

By embracing your unique qualities, honing your skills, and connecting with others on a deeper level, you can unlock your full ‘rizz’ potential and make a lasting impact wherever you go. So, go ahead – unleash your inner charmer and let your ‘rizz’ shine bright!

References:

https://www.pinktuition.com/career/the-most-comprehensive-article-on-personal-branding-for-women

https://languages.oup.com/word-of-the-year/2023/  

https://www.dictionary.com/e/slang/rizz/

https://edition.cnn.com/us/rizz-meaning-explained-cec/index.html

https://www.vox.com/culture/23989120/rizz-definition-oxford-word-of-the-year-colloquial

https://pressbooks.pub/openrhetoric/chapter/aristotles-rhetorical-appeals

https://hbr.org/2012/06/learning-charisma-2

https://www.dalecarnegie.com/en/course-finder

https://journals.aom.org/doi/10.5465/amle.2010.0012

https://www.healthline.com/health/how-to-be-charismatic#charisma

https://www.indeed.com/career-advice/career-development/how-to-develop-charisma

https://blog.hubspot.com/sales/habits-of-likable-people

https://www.susandavid.com/

https://www.amycuddy.com/books

Written by Liz Pretorius

Reading time: 9 Minutes

Asking for more money can be daunting. It invokes a range of negative emotions like nervousness, anxiety, self-doubt, and fear of rejection or judgment. Coincidentally, these negative emotions lie at the root of procrastination and putting off those difficult conversations. But don’t worry, we’ve all been there! 

It’s often easier to convince yourself that what you’re earning is fine instead of having to build up the courage and confidence to ask for more money and face potential rejection and the negative emotions that coincide with it. Add that to the number of societal barriers women face in the workplace, and it becomes even harder to build up that courage. The odds are seemingly stacked against you when asking for better compensation – from dealing with the gender wage gap to limited salary transparency, all factors making it harder for you to benchmark yourself against peers in similar positions.

When you factor in global and local economic conditions where layoffs are imminent, and businesses are struggling with red tape, looming inflation, ever-increasing petrol prices, and load shedding, then asking for a raise becomes a horse you’re not willing to saddle up with, since you’ve likely already convinced yourself that somehow the raise won’t fall within budget, or you’ve told yourself that you should feel lucky to even have a job.

All these feelings are valid, but if you decide not to ask for a raise when you know you should be getting one; or you know you’re being underpaid, you’re doing yourself a disservice. The long-term impact of working for less than what you should have a significant knock-on effect on your standard of living. It affects your career progression, your savings ability, your ability to retire in a semi-decent condition, and even your self-worth, as you intrinsically accept that you ‘deserve less’.

So how do we get out of our own way and ask for that raise? Here are 12 steps to help with the thinking, negotiation, and feedback process involved:

1. Get the facts

Review what your initial job description was and compare it to what you are currently doing. Job scope creep is common, and often, high-performers get rewarded with more work. Additionally, ‘unpaid work’ like presentation preparation, note-taking, administrative tasks, and internal event planning are often passed to female employees. Helping out here and there is not a problem, but knowing what you handle within your role and what you’re comfortable with handling outside of your job description allows you to clearly determine what is beyond the scope of your job, which places you in a better position to negotiate for a raise.

Research similar roles and what they are paying in your area and for your level of experience – Glassdoor and Payscale are good sources for this exercise. This will give you an idea of what the going market rate is and how your salary compares. If possible, find out what the salary bracket is for your role within your company and where you sit within that bracket, as this will give you an indication of how much room for negotiation exists.

2. Understand the math

Your goal is to earn more and have additional recognition for the value you provide to the company. Most companies aim to maximise profit, and that means that operational costs need to be kept as low as possible. It’s a known fact that paying for talent is often one of the most expensive item costs to an organisation, specifically in knowledge organisations. You can also argue that replacing your role will take an average of 6 months, not to mention all the institutional knowledge that’ll depart with you, along with the networks you’ve built. Thus, HR can decide for themselves whether retention, i.e., paying you more in order to keep you versus recruiting for and replacing someone in your role, would be in the company’s best interest. You can do the math and show the likely impact of this hypothetical exercise to further state your case.

3. Stay focused and identify your goal

There is an unending list of reasons why you could need more money, but your personal life choices are not something your company cares about. This may sound harsh, but just because you recently had a baby, or you’re dealing with additional medical bills or interest rates that are making your mortgage payments untenable is not a reason for the organisation to pay you more. An organisation pays you for the value you bring to the company and the impact you have through your skills – in simple terms, it’s a trade exchange. So stay focused on those aspects, and stick to the facts when asking for a raise. It’s also important to decide on what it is you’re looking for and what the lowest increase is that you’re willing to settle for. Oftentimes, an employer won’t have the budget to fund your increase, but they’re able to offer you other benefits in lieu of a financial increase, i.e., more paid leave days, financing further education, or something else you value. Knowing beforehand what your bounds are and what you’re willing to negotiate with gives you leverage to counter-offer instead of just having a binary ‘yes / no’ outcome.

4. Practise saying it out loud

Be ready to answer the question ‘OK, what are you looking for?’ with confidence. That’s easier said than done, but confidence comes with practice, so practice saying what you’re looking for out loud until there’s no emotional reaction to it – it’s just a fact that you’re stating. Then practise saying it to someone you trust. Giving yourself the opportunity to practise beforehand allows you to come across as more confident in the discussion, and as with any negotiation; confidence is key. 

5. Prepare your mindset, and be ready for counter-arguments

Your employer is motivated to keep costs as low as possible, so if they can, they will. Put yourself in their position and think of the questions they’re likely to ask or get some friends/trusted colleagues to help you brainstorm. Follow this exercise by preparing an answer for each question, and be ready to show them your value through the facts that you’ve gathered and the research you’ve done. Asking your manager for a raise doesn’t need to be an antagonistic experience, and your internal dialogue around that conversation beforehand will have a major impact on how you react during it. Offence is not always the best defence, so if you’re preparing for a ‘fight,’ you’ll act more defensively and look for signs to confirm what you were preparing for. However, if you approach it as just a conversation, and possibly the first of a couple of conversations about a raise, your demeanour in the meeting will be different too.

6. Detach your self-worth from the outcome

This is easier said than done, but you are not your job. You are so much more than the salary they pay you. You are more than an employee or your job title, and who you are the day before you ask for a raise, and the day following doesn’t change. You provide value to the company, and they can choose to recognise that value or not – you don’t have control over that – but you do have control over how you allow yourself to define your worth. As soon as you become detached from the outcome, you allow yourself to be more free to negtiate, because they aren’t saying ‘no’ to you as a person, they’re saying ‘no’ to your request, and that’s a subtle but important distinction.

7. Prepare for a negative outcome

Know what you’re willing to do if the answer is a ‘no’ or a ‘not yet’. Are you willing to walk away from the company? Are you willing to wait to discuss it again in the future? Are you willing to accept the ‘no’ and continue on as before? Having an awareness of what it is that you’re willing to do or not gives you the peace of mind to know what your options are, even in the ‘worst case scenario’ of getting a ‘no’. On top of that, have questions ready to clarify the ‘no’ or ’not yet’ outcome in order to align your actions with what a raise will require. Perhaps more training and education are expected in the way of refining your soft skills or technical expertise – understanding what opportunities are available to demonstrate the skills they’re looking for is critical to a successful outcome in the future. 

8. Find a leadership ally and acknowledge power dynamics

Having a mentor or a person in a leadership position to advocate for you can be really powerful. Therefore look at the relationships you have and the allies that you’ve gathered (your network) – not just within this organisation but also externally. Discuss your strategies towards approaching the conversation, or if they’re more senior, ask them whether they’d be willing to advocate for you in forums you can’t participate in. Remember that when asking for a raise and speaking to a superior, there’s already a power dynamic at play. Add in gender and age differences, and that dynamic becomes even more pronounced. Instead of ignoring this, acknowledge it and focus on respectful assertiveness.

9. Set your intentions and communicate clearly

You can’t control what anyone else does or how they react, but you can only control yourself and your actions. So before the meeting, take a couple of deep breaths and set your intention for the conversation – for example, ‘my intention is to clearly and concisely convey my request for a raise, substantiate my reasons, and walk away with clear next steps.’ Focusing on what your intentions are for the meeting, instead of purely getting a “yes/no” answer on the issue, takes the pressure off. Once again, practice makes perfect here, so focus on communicating your request and subsequent points clearly and concisely, and allow space for parties to listen without you filling in the silence. Silence is uncomfortable, and people naturally want to fill it, so practise holding that silence, and you’ll come across as naturally being more assertive.

10. Negotiate with grace and leverage body language

Remain respectful and assertive without being aggressive or emotional during the conversation, even if the outcome is not what you hoped for. Burning bridges is always an option you can utilise, but it may not be the best option, and you don’t want to have to make that decision in the heat of the moment. If you feel the conversation is triggering you and you need a moment, ask for a comfort break to collect yourself again. Body language is a powerful non-verbal communication tool, so learn to use it effectively. Practice sitting upright with your shoulders back, pay attention to your nervous ticks and find ways to minimise them. Even consider recording yourself for a mock meeting and notice what you do –  it can be very uncomfortable watching yourself, but it gives you more power to impact how you come across and how your request may be received.

11. Start the conversation on equal footing

Getting your manager to say ‘yes’ early on in the conversation sets the tone for a more positive conversation. Find common ground that you both agree on, whether this sentiment is that business is booming, suppliers have been delivering beyond expected levels, or that performance is outpacing budget in a certain region – this approach, by Dale Carnegie, works wonders in negotiations and allows you to start from a common understanding, instead of treating the conversation as antagonistic.

12. Allow space to process

You don’t need to respond to an offer in the meeting; instead, you can ask for space to consider the discussion and determine whether the offer presented is one you’re willing to settle for. Don’t feel pressured to respond immediately in the meeting. Thank your manager for their time and the offer, and give them a timeframe for when you’ll respond – Remember, it’s just a conversation, so give yourself permission to respond in the best way possible.

Asking your manager for more money is never easy, and the chances of hearing a ‘no’ are higher for women than it is for men. However, not asking at all is a guaranteed ‘no’. And waiting for someone in a leadership position to notice your hard work and effort and reward you for it is unfortunately unlikely. Therefore, it’s up to you to advocate for yourself. It’s up to you to put in the effort and tackle those negative emotions so you can live the life you truly want and get remunerated for the value you bring to your company.

Written by Melissa Diedericks

Reading time: 6 Minutes

Perfectionism, defined as the relentless pursuit of flawless and often unattainable standards, affects various aspects of one’s life, including personal achievements, relationships, and work. People driven by perfectionism tend to set exceedingly high expectations for themselves and others, often leading to self-criticism and a need for control and order. While perfectionism can be a driving force behind great achievements, it can also have negative effects on individuals, such as increased stress, anxiety, and impaired self-confidence. In addition, it can hinder progress and personal growth. In my personal experience, the negative impacts far outweigh the positive. 

The root of perfectionism can vary, and in my case, it traces back to my childhood years. As I reflect on my life, I’ve always possessed a perfectionistic streak. I used to view my ‘high standards’ and meticulous attention to detail as strengths, and in many aspects, especially in the workplace, these traits served me well. However, in my mid-30s I had the realisation that my impeccable high standards was actually perfectionism and that it wasn’t the strength that I had previously thought it was. For me, perfectionism was rooted in my fear of failure, worrying that I’m not good enough and desperately wanting to be ‘accepted’.

Working towards overcoming perfectionism has taught me that it is not merely a series of small acts of self-care; rather, it requires an ongoing commitment to engage in deep and vulnerable work. As I navigate the process of letting go, I’ve had valuable realisations that continue to fuel my determination to overcome the negative impacts of perfectionism. Here are some of these learnings which I hope can resonate with others who are (or could benefit from being) on a similar path of personal growth.

Perfectionism hinders progress

My relentless pursuit of perfection was hindering my growth and impeding my ability to succeed. Whether it was a professional project, a home improvement task, or even managing my personal admin, I would hesitate to take action if I couldn’t execute it flawlessly. Additionally, I was spending an excessive amount of time on tasks, getting caught up in unnecessary details, in the pursuit of perfection. This mindset left me constantly feeling unmotivated and prevented me from experiencing the satisfaction and achievements that consistent progress enables. 

I realised that my all or nothing attitude was doing more harm than good. Instead of enabling me to move forward, it held me back from reaching my full potential. Embracing a new perspective, I began to celebrate milestones along the way and appreciate the value of incremental progress. I discovered that progress doesn’t have to be perfect; it simply needs to be moving in the right direction. Ultimately ongoing progress is what truly leads to success. 

My fear of failure was holding me back

I was apprehensive about putting my hand up for opportunities at work or embarking on new projects or connections for the fear of not being good enough – not being perfect. Ultimately, this fear limited my potential for growth and success. I was holding myself back, missing out on endless possibilities. I knew I was extremely capable, but yet I constantly doubted my abilities, mostly in comparison to my own unrealistic standards. I’d shrunk myself, staying contained in a space that I thought was safe, where I couldn’t fail. I learnt that perfectionism can be extremely counterintuitive. 

My relationships were suffering

Nobody is perfect but I was expecting them to be, to live up to my unrealistically high, often uncommunicated standards. My perfectionism journey has been enlightening for me, particularly when it comes to my relationships. Human beings are imperfect, but I didn’t allow room for that. As a result, I would regularly find myself disappointed and dissatisfied with their perceived failures. No one wants to feel like they’re constantly falling short so my relationships stuffered. 

Although this is an area of ongoing struggle, I now strive to approach my relationships with an acceptance of human imperfection. I am learning to focus on my loved ones’ many positive qualities, and in the case of my partner, these are the traits that drew me to him in the first place.

My need to be perfect was impacting my mental health

My relentless pursuit of perfection took a toll on my mental well-being. It became evident that my constant striving for the unattainable was creating increased anxiety within me. I didn’t realise this until my therapist identified my perfectionism as such and I started learning about its detrimental effects. With this new-found awareness, I soon realised that my unrealistically high expectations were simply unattainable and damaging to my well-being. I now strive to embrace a healthier and more sustainable approach to life’s journey.

The beauty of life is the journey, not the end goal

In theory I always loved the quote ‘The beauty of life lies not in the destination, but in the journey itself’ and yet this was the furthest from the truth with regards to how I lived my life. My focus was fixed on the end goal, causing me to overlook the moments of joy and growth that were present in the journey. I began to savour the small, seemingly insignificant moments that I’d previously overlooked. I came to realise that true happiness and fulfillment existed when I learned to be fully present, focusing on enjoying every step along the way. Although the destination is still important, my journey is no longer a means to an end. 

In times where I’m struggling to be present, a helpful tool that I’ve learnt is to connect with my senses. I make myself aware of what I’m seeing, hearing, feeling, tasting and smelling. This works well for me when I need to reconnect with the moment and center myself. 

The road to overcoming perfectionism is not an easy one and there definitely are no quick-fixes. At times, I still find myself being stuck in an all consuming bout of perfectionism. The work towards overcoming perfectionism takes perseverance, patience and most importantly, self compassion. I recognise that perfectionism will likely be ever present in my life, requiring ongoing effort and attention. 

Becoming aware of my perfectionism and being able to give it a name was my greatest turning point on this journey. Understanding its detrimental effects motivated me to work towards change. Recently, one of my mentors tasked me with reading the book ‘The Four Agreements’ by Don Miguel Ruiz. I would go as far to say that the fourth agreement, ‘Always do your best’ was life changing for me. It encouraged me to focus on doing my best; my best for the specific circumstance, not my best at all costs. My best will change depending on a multitude of factors – the situation, how well I slept that night, the support I have access to, the tools at my disposal and the time I have available. I will continue to hold myself to high standards, but now my high standards are realistic – I’ll simply do my best.  

^{_{I’ve learnt to embrace the imperfect as a beautiful state and realised that ‘good enough’ is more than good enough; it’s the best!}}

My relationships were suffering

Nobody is perfect but I was expecting them to be, to live up to my unrealistically high, often uncommunicated standards. My perfectionism journey has been enlightening for me, particularly when it comes to my relationships. Human beings are imperfect, but I didn’t allow room for that. As a result, I would regularly find myself disappointed and dissatisfied with their perceived failures. No one wants to feel like they’re constantly falling short so my relationships stuffered. 

Although this is an area of ongoing struggle, I now strive to approach my relationships with an acceptance of human imperfection. I am learning to focus on my loved ones’ many positive qualities, and in the case of my partner, these are the traits that drew me to him in the first place.

My need to be perfect was impacting my mental health

My relentless pursuit of perfection took a toll on my mental well-being. It became evident that my constant striving for the unattainable was creating increased anxiety within me. I didn’t realise this until my therapist identified my perfectionism as such and I started learning about its detrimental effects. With this new-found awareness, I soon realised that my unrealistically high expectations were simply unattainable and damaging to my well-being. I now strive to embrace a healthier and more sustainable approach to life’s journey.

The beauty of life is the journey, not the end goal

In theory I always loved the quote ‘The beauty of life lies not in the destination, but in the journey itself’ and yet this was the furthest from the truth with regards to how I lived my life. My focus was fixed on the end goal, causing me to overlook the moments of joy and growth that were present in the journey. I began to savour the small, seemingly insignificant moments that I’d previously overlooked. I came to realise that true happiness and fulfillment existed when I learned to be fully present, focusing on enjoying every step along the way. Although the destination is still important, my journey is no longer a means to an end. 

In times where I’m struggling to be present, a helpful tool that I’ve learnt is to connect with my senses. I make myself aware of what I’m seeing, hearing, feeling, tasting and smelling. This works well for me when I need to reconnect with the moment and center myself. 

The road to overcoming perfectionism is not an easy one and there definitely are no quick-fixes. At times, I still find myself being stuck in an all consuming bout of perfectionism. The work towards overcoming perfectionism takes perseverance, patience and most importantly, self compassion. I recognise that perfectionism will likely be ever present in my life, requiring ongoing effort and attention. 

Becoming aware of my perfectionism and being able to give it a name was my greatest turning point on this journey. Understanding its detrimental effects motivated me to work towards change. Recently, one of my mentors tasked me with reading the book ‘The Four Agreements’ by Don Miguel Ruiz. I would go as far to say that the fourth agreement, ‘Always do your best’ was life-changing for me. It encouraged me to focus on doing my best; my best for the specific circumstance, not my best at all costs. My best will change depending on a multitude of factors – the situation, how well I slept that night, the support I have access to, the tools at my disposal and the time I have available. I will continue to hold myself to high standards, but now my high standards are realistic – I’ll simply do my best.  

Written by Liz Pretorius

Reading time: 8 Minutes

How often do you find yourself saying ‘yes’ when you really want to say ‘no’? It’s a common challenge I’ve encountered in my work, especially amongst women, and I have personally struggled with this myself. Because of this, I spent years diving deeper into the ‘why’ behind this struggle.

Some of the common reasons that pop up include:

• Feeling guilty
• Wanting to avoid conflict
• Not wanting to miss out (FOMO)
• Lacking self-confidence and assertiveness
• Wanting to be supportive and caring
• Wanting to feel needed
• Feeling obligated to say ‘yes’
• Feeling disempowered and like there isn’t really a choice
• Feeling the weight of the expectations of others
• Not wanting to disappoint others, and
• Wanting to avoid being judged

When faced with this wall of negative emotions and real and imagined consequences, it’s often easier to just say ‘yes’ and deal with the added pressure it’ll put on you instead of tackling that head-on. But who’s looking out for you? Who’s putting your needs and mental health first and making sure you are in a position to thrive long-term?

Having boundaries, being assertive, and being able to say ‘no’ can be intimidating, especially if you value being helpful, caring, and supportive, as it can feel like saying ‘no’ is clearly juxtaposed to what you value. But there’s a difference between being supportive of others and being an outright people-pleaser – the understatement lies in whether your needs are being considered. 

So, what if you could still embody all those positive traits you value without sacrificing yourself to help others? That’s what we’ll focus on – learning to consider yourself when responding to requests so that you can still support others while having your own needs met. I’ve collected an array of practical tips to say ‘no’, and I share them with you now, hoping you too can eventually decline requests without feeling a morsel of guilt or shame:

• Build a new default response. When we’re used to helping out, the default response tends to be ‘yeah, sure, no problem’ followed by instant dread and regret as you realise you’re already spread too thin. The first step is to create a new default response to combat this. You can still say ‘yes’ later, but changing the default response allows you to create space to make a decision instead of just automatically saying ‘yes’. So keep it super simple, for example, ‘I’m just in the middle of something. Can I let you know in a bit?’ or ‘Let me just check my calendar quickly.’ Doing this buys you time to consider how the request makes you feel and where it’ll fit into your life before answering.

Action item: Brainstorm a couple of new defaults to try out for all aspects of your life.

• Practice the new default response. Changing a habit of saying ‘yes’ can be really hard, so ease yourself into it by practising giving yourself space to make a decision. Start with ‘low impact’ requests or with non-verbal ones via email or text and work your way up to ‘high impact’ ones. It doesn’t matter if you know the answer is going to be ‘yes’; the aim is to build in space for a conscious decision.Action item: Use a new default response on a ‘low impact’ and a ‘high impact’ request.
• Embrace the discomfort. Building a boundary and changing a pattern of behaviour is uncomfortable, but that doesn’t mean it’s terrible – it’s just new and different. And new and different is generally what our brains want to protect us from, so embrace the discomfort as you forge a new path and build a new habit.Action item: Give yourself a pat on the back or a reward when you don’t shy away from the discomfort.
• Show yourself compassion. Moving from defaulting to ‘yes’ can be challenging, and like with any new habit, there will be times when you fail and default again, but that is to be expected. When it happens, acknowledge it, understand why you defaulted, and try again with the next request. And please don’t beat yourself up over it.Action item: Be kind to yourself when you slip up and default to ‘yes’ again.
• Be honest with yourself. When evaluating a request, it helps to be brutally honest with yourself. When you think about taking on that task, check in on yourself with how you physically feel. Does your heart sink? Is there a little voice in your head screaming ‘no’? Do you feel anxious? Does the word ‘should’ come up often? By checking in with yourself, you start giving your own needs a voice. You can still choose to say ‘yes’, but at least you can consciously make that decision and acknowledge the compromise you’re making.Action item: Listen to yourself and respect your own feelings.

• Redefine busy. Just because you physically have hours that aren’t allocated to tasks does not mean they’re free – permitting yourself to have downtime or obligation-free time is crucial to your own well-being and mental health. So, just because you technically are free doesn’t mean you have to say ‘yes’. You are allowed to prioritise yourself first.Action item: Book downtime and treat it like an important meeting with yourself.
• Deal with guilt. A big part of why we say ‘yes’ is because saying ‘no’ makes us feel guilty. This can be due to years of conditioning by society and family or simply giving in to the fear of missing out. But what if you flipped the script? Take some time to think about how you would protect a loved one’s time and energy. Can you say ‘no’ when it’s to protect them and care for them? So why not for yourself? What is your inner voice saying to make you avoid choosing that same fierce protection for yourself, too?Action item: Stand up for yourself like you would for a loved one.
• Share the support responsibility. When you value being supportive and caring, it’s easy to default to saying ‘yes’ and taking on a ‘how can I support you?’ mindset, but that puts the responsibility of support on your shoulders. Making a slight shift to ‘What support do you need?’ opens up the conversation and shifts the mindset to a shared responsibility because the focus isn’t on what you need to do but on what needs to be done. Just because support is necessary doesn’t mean it must come exclusively from you.Action item: Free yourself from carrying the support responsibility. Focus on the overall goal and open up the conversation to explore more support options.

• Personify your inner people pleaser. How we speak to ourselves is extremely powerful, and changing that is hard, but the first step is acknowledging it. So take some time to listen to what your inner people pleaser is saying to you. Is there a narrative convincing you that your needs are not as important? Is it guilting you? Is it telling you that you can handle more on your plate? Acknowledging that voice and personifying the intangible will help you turn the tide on that narrative. So give it a name (and a face if you’re feeling creative). Now, the next time that voice pops up, you can choose how much ‘airtime’ it gets – So Suzie can sit down and stop talking when you choose.Action item: Give your inner people pleaser a name and choose how much ‘airtime’ it gets.
• Find the compromise. When a request comes in, critically look at what you have on your plate (including your own well-being) and identify what you may be willing to do or who else may be better suited. You can still support the outcome by sharing your limits and offering alternatives without compromising yourself. For example, ‘I’d love to help, but I’ll only be able to do x part.’, ‘I think X would be better suited for this task.’ or ‘This sounds great, but I’ll only be able to help after x date.’Action item: Evaluate the options you’re comfortable with and share them.

• Deliver the “no”‘. No’ is a complete sentence, but often, we’re not in a situation where we want to be as direct or can be as direct, and we want to consider the broader impact. When you want to be less direct, you can express gratitude and share that you don’t have the capacity for that now. For example, ‘That sounds great, but unfortunately, I won’t be able to make it this time.’ or ‘Thank you for considering me, but I won’t be able to take this on at this time.’Action item: Experiment with saying ‘no’ in a less direct way.
• Don’t over-explain. You don’t need to give a reason, prove you don’t have the capacity, or share that you don’t want to do it. Simply stating that you don’t have the capacity or aren’t in a position to help right now is enough. You don’t owe anyone an explanation – it’s not for them to decide if your reasons are valid. It’s your life, your energy, your boundaries, and your decision.Action item: Fight the urge to defend your ‘no’.

• Deal with the response. Shifting the dynamic in a relationship comes with challenges, so when you start putting in boundaries and not defaulting to saying ‘yes,’ there may be some initial strain on the relationship. You can navigate that shift more easily if it’s a healthy relationship. However, if it’s an unhealthy relationship, there could be conflict. This can be hard to acknowledge and deal with, but knowing the state of the various relationships in your life is also very valuable. You are not responsible for other people’s emotions, and it’s a recipe for burnout when you want to protect others from discomfort at your own expense.Action item: Give people space to react, but avoid wanting to save them from discomfort.
• Be your own bestie. When you’re struggling to say ‘no’ and prioritise yourself, being more objective can help. You can lessen the direct emotional connection by asking yourself what you would say to a friend in a similar position. So think about what advice you would give a friend. Would you tell them to suck it up and just say ‘yes’? Or would you be more compassionate and caring?Action item: Practice being your own best friend and show yourself some compassion.
• Look at the bigger picture. Every ‘yes’ and ‘no’ has an impact and a subsequent ripple effect, so in isolation, it may seem insignificant, but in the longer term, the effect may be significant. For example, attending an event may only be one afternoon, but it may be the only afternoon you have to decompress and recharge before your next full week. This impacts how rested you enter into the next week, impacting your reactivity levels, stress levels, decision-making ability, creativity, and ability to show up fully. So, by looking at the bigger picture, you can see more of the ripple effect and can choose which path you want to take.
• Action item: Do a ripple effect evaluation for the next request you get.

These are just a few practical ways to start shifting to saying ‘no’, but dealing with the various barriers involved in the process can still be daunting. Saying ‘no’ is physically accessible (just look at most toddlers), but the psychological impact is a different story. There are numerous challenges we face when it comes to setting boundaries, being assertive, and saying ‘no’, but if we don’t tackle that, we only sacrifice ourselves and our mental health. So start small and try out these practical tips to help you move from people-pleasing to being a healthy supporter, and if you struggle with the shift, then reach out to a friend, a mentor, or a coach to help you navigate your unique situations. Pretty soon these tools will become second nature.

Written by Melissa Diedericks

Reading time: 6 Minutes

Just yesterday, as I approached the entrance of my local pet shop to pick up some pet supplies, I noticed a woman lingering near the entrance. My immediate assumption, influenced by her appearance, was that she might be there to beg. I hesitated before walking toward the entrance. Contrary to what I’d expected, she didn’t approach me for anything. While waiting to complete my purchases, I overheard a staff member mentioning that the woman, named Katrina*, was there to collect her dog’s monthly supply of food donated to her by the store. It (embarrassingly) dawned on me then that my initial judgement had been incorrect. Despite her evident need, she wasn’t begging but rather awaiting assistance from the store staff to receive her pet’s food. I felt terrible (and as I write this, I still do) that I’d automatically judged this individual based on appearances. As an advocate for diversity and inclusion, I have learned that we can all get it wrong; nobody is immune. This was an example of unconscious bias.

Unconscious bias, or implicit bias, refers to the beliefs or stereotypes that affect our judgments and decision-making processes without our conscious awareness. This can influence how we perceive and interact with others, often leading to unintentional discrimination or unfair treatment. Unconscious bias tends to be deeply ingrained and so can usually be an automatic and unintentional action, typically based on someone’s race, gender, age, socioeconomic status or disability. In the workplace, unconscious bias can have severe effects, influencing decisions related to hiring, promotions, and performance evaluations – impacting overall team dynamics, morale and productivity.

The various types of unconscious bias

Unconscious bias can be rooted in various factors, including the political history of a country, family upbringing and personal experiences. In order for us to address the problem, it’s essential to understand the various types of unconscious bias. Below are some of the common forms, with specific focus on those that are prevalent in the workplace:

• Confirmation bias is the tendency to interpret and favour information in a way that confirms one’s preexisting beliefs. For example, a manager might evaluate an employee positively if they already believe the employee is competent and ignore evidence that opposes this.
• Affinity bias is the tendency of individuals to favour others who are similar to them in some way, such as sharing similar backgrounds, experiences, or characteristics. It is also known as the ‘similar-to-me effect’. An example of how this could play out in the workplace is that a manager may unconsciously prefer candidates who share similar backgrounds, experiences, or interests with them over equally qualified candidates who do not.
• Name bias is the discriminatory treatment based on a person’s name, particularly when the name is associated with a specific ethnicity, nationality, or cultural background.
• The halo-horn effect occurs when a single positive trait of an individual influences one’s overall impression (halo). Conversely, the horn effect refers to a single negative trait leading to an overall negative perception of an individual.
• Performance bias, outlined by the 2023 McKinsey Women in the Workplace Report, states that ‘Women are often hired and promoted based on past accomplishments, while men are hired and promoted based on future potential.’ This is an example of performance bias and has enormous consequences for the progression of women in the workplace.

How unconscious bias transforms into microaggressions

The Oxford English Dictionary describes microaggressions as “an act or a remark that discriminates against one or more members of a minority group, either deliberately or by mistake’. Examples of microaggressions include making assumptions about people’s abilities and preferences based on their race or gender. While unconscious bias refers to the beliefs or stereotypes that affect our judgements at a subconscious level, microaggressions are the behaviours or comments that stem from these subconscious judgements and directly or indirectly marginalise individuals based on their identities. Microaggressions are often subtle but have significant consequences.

My (high intent) goal was to purchase a pair of jeans during a recent visit to a popular clothing store. This particular store is one I frequent regularly; I knew what I wanted, and all I needed was to locate my size. However, I began to lose enthusiasm as I waited patiently for about 15 minutes, observing the store assistant repeatedly attending to two other customers – of different ethnicities and, perhaps, perceived to occupy a higher social status. Throughout this time, not once did the store assistant acknowledge my presence. This experience (most likely) is an example of the subtle yet impactful nature of both racial and class microaggressions, the latter often rooted in mere perception. Challenging to pinpoint but dangerous nonetheless.

According to the 2023 McKinsey Women in the Workplace Report, women with traditionally marginalised identities face more microaggressions at work. Women of colour often resort to ‘code-switching’ in an attempt to mitigate these microaggressions. The same report states: “Black women are more than twice as likely as women overall to code-switch at work by changing their mannerisms, tone, or speaking style. They are also more likely than women of other races and ethnicities not to speak up or share an opinion to avoid appearing difficult or aggressive.” I deeply resonate with this sentiment – during the early stages of my career, I often caught myself adjusting my behaviour and speech to conform to what I perceived as the norm in an effort to fit in. Reflecting on it, I realise this inclination stemmed from internalised biases relating to my own race and gender. Thankfully, I have built the confidence to proudly own who I am over the years. I firmly believe that this self-acceptance and celebration thereof is critical to driving meaningful change.

Similar to unconscious bias, microaggressions can have detrimental effects in the workplace, including reduced productivity, toxic culture, limited opportunity for diverse input, and reputational risks.

Addressing unconscious bias

We all suffer from unconscious bias – illustrated by the pet shop example I shared earlier. Even as an advocate for diversity and inclusion, I’m not immune. I firmly believe that cultivating awareness is the first step to addressing this challenge. Curiosity and a willingness to explore diverse experiences and perspectives are key, in my opinion. Educating ourselves on the subject is crucial, a responsibility that also extends to workplaces. After all, it’s not just the right thing to do – it makes business sense. Admittedly, it’s only been in recent years that I’ve truly begun to grasp the concept of unconscious bias. I see this journey as ongoing, requiring continuous effort to recognise and address our own biases whenever they occur.

The importance of allies in addressing microaggressions in the workplace

I believe fostering a culture of allyship is imperative. While some may be more prone to unconscious biases and microaggressions, it’s crucial to recognise that no one is immune to their effects. Because microaggressions can often be subtle, the support of allies’ voices in addressing these occurrences is crucial. The voices of allies play an important role in validating and acknowledging the experiences of marginalised individuals, thereby rendering these subtle yet impactful encounters more tangible and raising awareness around them.

Contemplating the concept of ‘code-switching,’ I wonder how potential allies might refrain from speaking out due to their own struggles, opting to ‘fit in’ rather than challenge the status quo.

Having the bravery to speak up against microaggressions and using one’s privilege to ultimately benefit the greater group has lasting impacts.

In Conclusion:

Navigating the often intangible landscape of unconscious bias and microaggressions requires a collective effort that starts with awareness and education. There must be an element of bravery and a commitment to drive change. The more we speak up as allies, the harder it will be for these behaviours to continue to manifest. This effort is not a once-off; it is a continuous commitment to learning, re-learning, and action. It’s an effort that requires vulnerability. This is not easy work, but the alternative could have detrimental consequences.

References:

McKinsey, 2023 Women in the Workplace Report: https://womenintheworkplace.com/

Harvard Business Review, 2020 – How to be a better ally: https://hbr.org/2020/11/be-a-better-ally 

Leading Diversity and Inclusion at work (online course) available at: https://www.edx.org/certificates/professional-certificate/uct-leading-diversity-and-inclusion-at-work

*Name has been changed

Written by Christyl Potgieter

Reading time: 10 Minutes

We’ve all been there – you’re facing your first interview after being out of the job market for several years, either due to being really happy at your current company or feeling too stuck (read comfortable) to reach for change. Or you’ve recently made an addition to your family, and your current employer is on the opposite end of supportive when it comes to Motherhood and helping women excel in their careers. Or inevitable economic conditions, along with severe organisational mismanagement, have meant that you too can now don the bright green “open to work” banner on LinkedIn. Don’t worry, though, because however you find yourself in this situation is not where you’ll be for long after reading this article.

I’ve had my fair share of job-hunting seasons – some out of pure necessity, others due to curiosity and seeing what’s out there. Applying for jobs is a full-time job in and of itself, especially when you fill out a profile listing the exact information your carefully crafted CV already contains – I see you, Workday, and I hate you. Let’s say you persevered with tedious applications, and a potential employer finally invited you to interview – now what?

Finessing your interview skills

I had a colleague once who told me that I needed to stop feeling guilty every time I went for an interview without the outright intention to actually take the job once it’s potentially offered to me. Instead, he posed the situation in such a way that I left with an understanding that interviewing is a skill, and each one that comes my way is a new opportunity to finesse my interview skills and improve how I articulate my answers and sell myself. It’s also an opportunity to network and meet new people – as with the “Six degrees of Separation” theory stating that you’re only ever six people away from meeting those individuals you genuinely admire/wish to work with etc. if only you dared to put yourself out there. As with dating, you never know who you’ll get to share a table with through interviewing. I’ve had two occasions where I happened to meet people I deeply admired and quoted in some academic work I’d done in an interview setting – yes, it adds to the nerves, but it also makes for superb storytelling.

Throughout the various job-hunting and interviewing-to-build-skill seasons of my career, I’ve compiled a list of some of the obvious questions you’ll get asked, along with how to best answer these. You probably won’t get asked all of these questions in one sitting. Instead, they’ll be spread out over multiple rounds of interviews and possible case studies. For the sake of organisation, I’ve divided them into the four following categories:

• Self-focused 
• Organisation focused
• Operational and job-focused
• Candidate questions 

Self-focused

Self-focused questions are self-explanatory, as they’re the types of questions hiring managers and recruiters typically ask to get a better feel for who you are as a person. These are the cliche “Name your greatest strengths and weaknesses” (which I’ve personally never been asked) or “How would you describe yourself?” which they can typically already glean from your CV or cover letter. Others include questions like:

• What 5 words would you use to best describe yourself and why?
• Give us an overview of previous work experiences and highlight one moment where you failed – what did you learn? Highlight one moment you excelled – what did you learn?
• What do you bring to the table over other candidates? I’m not too fond of this question. Still, I’ve learnt that it’s more to see how you reason and if you put others down in order to hype yourself up versus purely talking about why you’d be the better candidate due to, i.e., expert knowledge of XY and Z, or having connections in a specific industry etc. 

Organisation and job-focused

This set of questions is typically asked to see how much due diligence you did in researching the company and its values, i.e., to gauge whether you read some press releases and executive reports (if available) and found their website and profiles on Social Media platforms, etc. Questions typically asked in this category can include:

• Why do you want to work for us? Here, you can list anything from the culture through to flexible working hours, benefits, the company mission, the job role itself, etc. 
• Which company value do you most resonate with and why? This is asked to see whether you’d be a culture fit.
• What’s one responsibility in your current role that you’d like to not do in the future and why? 
• Name one time you made a mistake during work and what the impact was? How did you respond, and what have you learnt from it? 
• What inspires you to get out of bed in the morning? Or I’ve also been asked, “What gives you energy?” – don’t say redbull or coffee; it’s not meant to be that literal.
• Why are you in the market for a new position? 
• What are your professional goals for the next five years? Where do you see yourself? Here, you can mention anything from being in a more senior position with more responsibility, completing a few professional development courses, building influential connections with multiple cross-product or industry stakeholders, etc. – anything that shows advancement and some semblance of ambition. 
• Which skills would you like to develop in the future?
• Tell us about a project you led/were a part of that you thought was successful – which factors made it successful?

Interpersonal and soft-skills-focused

These questions are typically posed in a round two or three interview after your ability to do the job has been established, and they’re normally asked to get a feel for whether you’ll fit in with the team and the greater organisational culture. These questions could include:

• What would your coworkers say about you?
• What experience do you have in dealing directly with clients?
• What is the first thing you’ll do should you be the successfully appointed person for this role? This can be anything from “I’m going to do a course on building dashboards in Tableau since I don’t know the platform yet. Or I will lean into the induction process and see which recommendations I can make for improving the company’s operational or revenue-driving strategy.”
• Give an example of a time you disagreed with a decision leadership made? Why did you disagree, and how did you handle it and proceed with the relationship?
• What role do you usually take on in a group setting?
• If you were to give your current line manager a performance appraisal, what would you tell them to improve on, and what are they doing well?

Candidate questions

Often, candidates don’t ask the interviewers any questions back to ascertain whether the environment they’ll potentially be entering into is a healthy one. We also tend to forget that signing a contract to work is a literal trade exchange – you agree to trade your time, skill and expertise to fulfil a role within an organisation, and the company, in turn, agrees to remunerate you for said time, skill and expertise. If we remove the emotion, it becomes a straightforward equation. Here are some questions you can ask to gauge whether the role and organisation would be a fit for you:

• What’s your favourite part of working here?
• What’s the most challenging part of working here?
• What’s the average tenure of people at this company? If it’s less than three years and the company is established (over 15 years old) – Run, don’t walk.
• Which stakeholders are the most challenging to work with, and what relationship do you currently have with them? 
• Technical or Operations-based questions to understand whether the company uses Windows and Teams over Gmail, Macs and Slack, for instance – the difference is huge if you’re used to the latter.
• Do you have a budget for the training and development of employees? If so, what is it, and how will I potentially benefit from it?
• How committed are you to Diversity, Equity and Inclusion, and what initiatives have you implemented to address unconscious biases and create a more inclusive working environment?
• When was the last time an employee mentioned ways to improve organisational performance or processes? How was it handled, and was it actually implemented?
• What is the typical feedback process and the hiring manager’s management style? I.e., do you wait for feedback once every six months, or is it an ongoing initiative that comes from both sides?
• What support is available for mental health or burnt-out employees?
• What would success look like in this role within the first 90 days?
• To what extent do you think my overall profile and skills align with the requirements of this role? Is there anything that you’re concerned about? This is a final opportunity for you to ease any fears the hiring manager and recruiter might have concerning offering you the job.

A strategy for crafting more impactful answers

If you’re like me and you always have seven thousand tabs open in your brain with music coming from somewhere, answering interview questions concisely can prove to be a challenge. Thank goodness for STAR – an acronym for Situation, Task, Action and Results – it’s a framework to help you answer questions more effectively to portray how badass and capable you really are. For instance, you’re asked, “Name one time you made a mistake during work and tell us the impact? How did you respond, and what have you learnt from it?” Using STAR, an answer from personal experience can look like this:

• SITUATION: I was asked to compile a report for The Economist’s CMO within a week using unfamiliar data.
• TASK: The report had to include an analysis of how their portfolio was performing and how many new email subscribers they had gained during the period.
• ACTION: My report accidentally included the wrong amount of new email subscribers, which the CMO picked up and inquired about. I hadn’t previously worked with email subscriber data and didn’t ask the necessary clarifying questions to understand which numbers to use.
• RESULT: I replied my apologies to the CMO along with the correct numbers, and I had a chat with the email marketing analyst to make sure I understood the data and which columns to use for reporting in the future. I also spoke to my line manager about getting a QA process in place for the future in order to avoid this from happening again.

Remember, you’re a human, and we’ve all made mistakes. The goal of asking these kinds of questions is to receive authentic responses from individuals, so always be honest, and most importantly – be yourself. If they don’t like it – it’s not for you. 

Final thoughts for interview success:

Research shows that even in the year of our Lord 2023, the majority of men (53%) still don’t believe that women should earn as much as men, and it’s been reported that men negotiate for higher salaries in their job offers 30% more often than women. We’re all aware of the gender pay gap and that women work for free for the first 41 days of every new calendar year. Therefore, I want to encourage you to always negotiate the job offer they give you, even if it leaves you breathless with sparkles in your eyes, and your new employer is committed to gender pay equity. NEGOTIATE – the worst thing you can get is a “no”, and then you can still have peace of mind that you at least tried. 

Even though I’ve probably had close to 40 interviews throughout my 10-year career, I still get nervous, my palms sweat, and my mouth gets dry like the Namib desert. I combat this by doing box breathing – four breaths in, hold for four counts, exhale for four counts, and do nothing for four counts – repeat until the palm sweatiness dissipates. An old frolleague (friend and colleague) also once told me to always ask for a glass of water or bring a water bottle into the interview so that I can give myself a tiny break to catch my breath or buy time to think of an answer when I’m drawing a blank, by simply taking a sip. Finally, Amy Cuddy’s Power Pose from her 2016 TED Talk never fails to fill me with the necessary confidence – check it out here. 

Happy interviewing!

References:

Birt, 2023. How to use the STAR interview response technique. Indeed. https://www.indeed.com/career-advice/interviewing/how-to-use-the-star-interview-response-technique

Morse, 2013. The Science Behind Six Degrees. Harvard Business Review. https://hbr.org/2003/02/the-science-behind-six-degrees

Pew Research Center. 2013. Chapter 2: Equal treatment for men and women. https://www.pewresearch.org/social-trends/2013/12/11/chapter-2-equal-treatment-for-men-and-women/

Resume Builder. 2023. Women were a third less likely than men to negotiate pay in the past two years. Intimidation stopped many from trying. https://www.resumebuilder.com/women-were-a-third-less-likely-than-men-to-negotiate-pay-in-past-two-years/

Written by Melissa Diedericks

Reading time: 7 Minutes

As a marketer, I’ve been immersed in the world of branding from the very beginning of my career. Surprisingly, though, the concept and significance of a personal brand have only recently become an important focus for me. Perhaps it was my belief that my personal brand would naturally form as I authentically lived my values and stayed true to my principles. While authenticity is undoubtedly crucial, I’ve come to realise that crafting and nurturing a personal brand is a deliberate and ongoing process. Like the brand of a popular and trusted product or service, your unique identity needs to be crafted and maintained over time. 

In today’s competitive job market, the ability to identify and cultivate your personal brand is essential. It’s the key that sets you apart from your peers, highlighting your unique strengths and the distinct value you offer. Personal branding isn’t solely reserved for those aspiring to become renowned thought leaders in their fields; it’s relevant to anyone looking to propel their career forward.

In this blog post, I’ll share some approaches and tips to help you navigate the journey of building and refining your personal brand.

Define your desired personal brand

The first step is to determine and clarify your desired personal brand. Consider asking yourself the following questions:

• What do you want to be known for?
• Who do you admire and why? This could be someone in your professional realm or a high-profile figure whose personal brand you identify with. 
• What are you passionate about? What excites you to get out of bed in the morning? 
• What energises you? 
• What do you want to achieve personally and professionally? 
• How do you want to be perceived by others?

Take a moment to think about what your personal brand is communicating currently and consider the areas that you’d like to prioritise to bring it closer to your desired vision. Ask yourself what kind of feedback you’re currently receiving, and compare it to the image of your ideal brand that you’ve envisioned. How do these two perspectives differ?

Take care to incorporate your values into your personal brand

Your values are the guiding principles that shape your beliefs, behaviours, and decision-making processes. Incorporating your values into your personal brand ensures that you’re building a public identity that’s true to yourself. It helps you stay focused on what really matters to you and enables a personal brand rooted in authenticity. In my perspective, while all elements of your personal brand are important, it’s your values that truly set you apart, crafting a meaningful and distinctive brand identity. Until recent years, I had not placed significant emphasis on defining or cultivating my personal brand. However, I discovered that my values had silently established the foundation of my personal brand as I consistently lived by them. Recognising the importance of actively nurturing my personal brand made the process considerably smoother, given that this solid foundation had been established, even without my conscious awareness. If you’re currently struggling to pinpoint your personal values, take a moment to consider whether any of the following resonate with you:

• Authenticity
• Integrity
• Mutual respect 
• Compassion
• Empathy
• Kindness
• Accountability
• Courage
• Perseverance 
• Fairness
• Collaboration
• Learning
• Community

Identify what sets you apart

Similar to a traditional product or service, a successful personal brand needs a unique selling proposition, the very core that distinguishes it from the rest. So, what defines your unique selling proposition? What superpower do you possess? I’ve spent a lot of time reflecting on what my unique selling proposition is. I’ve come to realise that this lies in my knack for fostering and nurturing relationships, which has been enabled by my core value of authenticity as well as my approach, which is built on respect for each individual and steeped in empathy.

Questions you can ask yourself to identify what sets you apart:

• What do you do effortlessly that others find challenging?
• What activities make you feel as if you were born to do them?
• What skills or talents do people often compliment you on?
• What do people often come to you for advice or help with?

Build credibility and enhanced visibility

Cultivating and nurturing a strong network serves as a cornerstone for enhancing your credibility and increasing your visibility, both of which are essential in building a personal brand. Conversely, your personal brand plays an equally pivotal role in shaping and sustaining your network. A positively crafted personal brand will naturally draw people towards you, while a poor personal brand will constrain your capacity to construct and uphold a solid network.

#Confidence

As I’ve navigated the world of personal branding, I’ve come to an important realisation: confidence is a key element of a personal brand. You might possess absolute clarity regarding your desired personal brand, have meticulously articulated your values, and firmly established your differentiators. However, without the presence of confidence, all these efforts could falter. Confidence plays such a key role in how you show up and present yourself to the world. If you sense that your self-confidence could benefit from improvement, consider starting your journey with some of the tips outlined below:

• Challenge negative self-talk and replace it with positive encouragement
• Acknowledge and celebrate your successes
• Identify your strengths and development areas and put plans in place to address areas of improvement
• Surround yourself with a good support network that can encourage and uplift you
• Ongoing learning in areas where you’d like to upskill can help you feel more capable and confident
• Work with a mentor or a coach to help you navigate through the situations where you feel the least confident // Read our article on how mentorship can help you achieve career success
• Step out of your comfort zone and expose yourself to situations or tasks that feel daunting to you. Over time these situations will feel more comfortable and will help build your confidence.

Ensure the basics are in place

In my earlier years of exploring personal branding, I held the belief that it primarily revolved around crafting an external image, managing one’s online presence, and investing in professional photography. However, as time has passed, I realised that my understanding of what encompasses a personal brand was limited. I’ve come to realise that these elements serve as the foundation – the prerequisites of personal branding. Much like confidence, they are pivotal, and without them, your ability to effectively establish your desired personal brand will be constrained. It is essential to ensure that you have these foundational elements firmly established:

• Craft your online brand. Have you ever Googled yourself? If not, take a moment, pause this blog post and do so now. Make sure that what comes up is aligned to your desired personal brand. Similarly, if you have public social media accounts, carefully curate the content to avoid any elements that might detract from the brand you’re trying to build. 
• LinkedIn holds a unique position in the professional world. It’s the primary platform where potential employers, clients, and professional contacts will explore your profile. Keep your LinkedIn profile up-to-date, align your posts with your personal brand, and ensure your profile picture is recent and exudes professionalism.
• Take care of how you show up in meetings and professional engagements. Whether making a first impression or participating in professional interactions, your presentation matters and can significantly impact your personal brand. Ensure a professional virtual background, well-lit surroundings, and a noise-free environment for virtual meetings. Pay attention to body language during both virtual and in-person encounters. 
• Polishing your CV. Your CV is a crucial component of your personal brand. Choose the right format, make sure that you proofread it for spelling and grammar errors, and ensure it presents you in the best light possible. // Read our article here on crafting your Resume
• Punctuality matters. Consistently being punctual is crucial for maintaining a positive personal brand. Whether it’s a meeting or a project deadline, being on time demonstrates reliability and professionalism. The converse will have a negative impact on your personal brand.
• Dress the part. This is a reality that I have resisted for the longest time, perhaps because I felt that it was superficial and contrary to my values. However, I’ve come to realise the importance of how we present ourselves. It’s not about conforming to external standards; it’s about cultivating and expressing YOUR unique personal brand. Your presentation matters, as it shapes how you’re perceived and how you can authentically communicate your identity.

Building and nurturing your personal brand is not a once-off effort; it’s an ongoing journey that requires maintenance and consistency. Embrace the idea that your personal brand may need to evolve over time as you grow and change. Embrace your uniqueness, and don’t be afraid to authentically express what makes you, you. In the grand scheme of things, it’s these genuine qualities that will truly set your personal brand apart from the rest and leave a lasting impression.

Written by Melissa Diedericks

Reading time: 7 Minutes

I recently stumbled upon a quote by Janice Omadeke, Founder and CEO of The Mentor Method, that in my view perfectly encapsulates the essence of mentorship: “Mentorship should be a fulfilling relationship between somebody with more experience and somebody with less, with the goal of helping both individuals become elevated versions of themselves.”

Mentorship is a powerful tool that can transform your professional journey. Picture your mentor as your very own guide, navigating the twists and turns of your professional (and sometimes personal) path. They’re there to provide support and guidance, to ultimately support your growth and success. A mentor is typically someone who has walked the path before you, armed with a wealth of experience to share. Let’s not forget their extensive network and connections within their field, which they can introduce you to. Unlike a coach or sponsor, in a mentorship relationship, it’s up to you, the mentee, to take the reins and steer the direction of the relationship, while your mentor delivers the support and insights you need. Ultimately, a mentor becomes your trusted advisor, a source of inspiration and a gateway to a vast array of resources.

As I write this, I reflect on my own experiences with mentors as I’ve navigated my career. I was fortunate enough to encounter mentorship early on in my career, as a graduate trainee in a global organisation. Looking back, I realise that I didn’t fully capitalise on the presence and support of my mentor back then. Perhaps I simply didn’t know how to make the most of it at the time, or maybe he wasn’t the right fit for me in that particular phase of my career. Now, fast forward 17 years, I’ve only recently tapped into the true potential of mentorship, both as a mentee and as a mentor myself. It dawns on me that I may have missed out on countless opportunities by not placing greater emphasis on mentorship relationships until now.

Depending on what season you find yourself in, your needs from a mentor / mentee relationship will also look different – here’s a few that will be covered in this article, along with where and how to seek them out:

• Emerging professional mentor
• Industry mentor
• Leadership mentor
• Executive mentor
• Career transition mentor
• Life transition mentor

Emerging professional mentor

Having a mentor by your side as you embark on your professional journey can be incredibly valuable. For someone just starting out their career, a mentor can provide beneficial guidance and support, offering advice on networking, honing essential soft skills, overcoming potential workplace obstacles and navigating the challenges that come with the early stages of a career. Lets face it, the beginning phase of a professional journey can be overwhelming. The right mentor however, can provide invaluable support to help you tackle the complexities of this phase.

Potential professional mentors are everywhere around us, look for a more experienced colleague within your organisation, or an established professional in your field (outside of your organisation) who has a wealth of knowledge and experience, or alumni of your educational institution who have progressed in a similar career path. In short, explore your personal network and seek out individuals who you admire, who have reached levels of success that you envision for your own career. 

Industry mentor

Industry mentors play a vital role in one’s professional journey, providing guidance and support at every stage of your career. These mentors are experts in their respective fields, armed with a wealth of subject matter knowledge and industry know-how. They are able to offer invaluable insights and practical advice on how to navigate and advance within your industry and help you establish meaningful connections to thrive in your chosen field.

Potential industry mentors: Experienced individuals who work in the same field but have more knowledge and expertise; join industry-specific organisations or associations that offer mentorship programs or networking opportunities – these organisations often have seasoned professionals who volunteer as mentors. LinkedIn is a great place to start.

Leadership mentor

If you’re someone who is striving to reach a leadership position or you’re just starting out in a leadership role, having a mentor with extensive experience in leadership can be an invaluable asset. A mentor can provide you with the necessary support and offer unique insights into the world of leadership. Whether you’re faced with challenging performance conversations or aiming to bridge any gaps in your leadership skills, a mentor can guide you through these situations and help you grow both personally and professionally.

Potential leadership mentors: A leader within the same organisation who has a wealth of experience and can provide guidance specific to the company’s culture and dynamics; a former boss who is familiar with your strengths and development areas; a thought leader or expert in the field of leadership.

Executive mentor

As you progress to senior level positions, an executive mentor can offer guidance on managing complex organisational challenges. Whether you’re grappling with organisational politics, facing resistance to change, or seeking advice on strategic decision-making, an executive mentor is your supportive resource. They can help you refine your communication style, build effective relationships and navigate the intricacies of corporate culture. As a senior leader within an organisation, don’t underestimate the power of an executive mentor. Seek out someone who has walked the path before you, someone who can help you navigate the sometimes treacherous terrain of senior-level positions with confidence.

Potential executive mentors: A successful CEO or senior business leader who has a proven track record in traversing complex business challenges; an influential figure in your industry; a former executive who has retired from their position but holds a wealth of knowledge and can offer guidance based on their own experiences; or a former boss who is a trusted ally.

Career transition mentor

In today’s ever-evolving working world, we’re bound to encounter more career transitions than previous generations ever did. Whether it’s switching industries, exploring new roles, or embarking on a completely different career path, navigating these transitions can be daunting. That’s where a career transition mentor comes in, offering invaluable guidance and support during these transformative times. If you’re standing at the crossroads of your professional life, uncertain about which direction to take next. It’s completely normal to feel overwhelmed and apprehensive. But with the correct mentor by your side, you have support from someone who has experienced a similar journey and can provide insights and wisdom to help you make informed decisions.

Potential career transition mentors: An industry expert who has extensive experience and knowledge in your target industry; an individual who has successfully made a similar career transition; or join a professional association or networking group related to your target field or role where you can connect with experienced professionals who can serve as mentors or provide valuable guidance.

Life transition mentor

As we journey through our careers, we will likely encounter various life transitions along the way. Whether it’s embracing the beautiful journey of motherhood, rebuilding your life after divorce, navigating health challenges or changing personal values, a mentor who has walked the path before you can help you navigate the challenges that new life circumstances bring, providing you with the support and guidance you need to thrive during these transformative moments. For instance, when I became a mother, it was an incredibly joyous experience, but it can also bring its fair share of uncertainties and questions. How would I balance the demands of motherhood with my professional aspirations? Did my current job make sense for my new circumstance? At the time, I didn’t have a mentor to help me navigate this transition and in hindsight, the path would have been much smoother had I seeked out trusted support. 

Potential life transition mentors: A senior colleague who you admire for her work-life harmony as a working mother; personal contacts and family friends who have navigated a similar transition – life transitions are often deeply personal experiences and you may prefer to seek the support of someone you trust who already understands your situation.

Closing thoughts

During your mentorship journey, you may come across situations where multiple mentorship relationships coexist simultaneously. These relationships can involve different individuals or even the same person. As you grow and develop both professionally and personally, your mentorship needs will evolve too. It’s crucial to understand the type of mentor that suits your specific career or life stage, as it greatly contributes to your growth and development. A mentor who once perfectly guided you at the beginning of your career may not necessarily be the right fit as you navigate through the challenges of motherhood. If your goals and aspirations have undergone significant changes; if you’ve surpassed your mentor’s expertise and your current mentor can no longer offer guidance in those areas; or if you find yourself stuck despite your commitment to the mentorship relationship, it might be time to seek a new mentor who better aligns with your needs. Having the right mentor by your side has the potential to be a career and life game-changer. 

I’d like to pose a challenge to you: Take a moment to consider if you have the necessary mentorship support for your current career stage. If you don’t, think of one action you can take today to change this. Read more here on how a mentor can help you achieve career success.

Written by Christyl Potgieter

Reading time: 8 Minutes

Research has found that the average CV and / or resume gets about 6 seconds of human eyeball time before a decision is made. That’s the length of a single breath!  The length of a single breath can affect your chances of getting rejected versus getting one step closer towards landing your dream job. It’s all about how well you sell yourself on a sheet of A4 paper, and it’s incredibly daunting. 

Not to fret, but I’ve been on the job hunt journey a few times throughout my 14-year career, and being an analyst at heart, I made sure to take meticulous notes in order to ensure I’m always improving. Every time I think, “this is it, my CV is finally perfect” and it usually is, the duration for that perfection only lasts for a few months. And then I get a rejection email for a job I applied for, whose criteria I was a near perfect match for, and once again I’m on the receiving end for more CV update improvement notes. As you continue reading, I’ll share what I’ve learnt so that you too can share your brilliance with the world through a single piece of meticulously crafted A4 paper.

Change is constant, embrace it

I believe the Universe tells us when we’re ready to move on from one season or challenge to the next, and I knew my time was coming to move on in 2019 when nothing excited me anymore. It wasn’t my meds that needed adjusting, it was my role – I learnt everything I could and I had to take the next step. Only the organisational structure at the company I was at during this time was so flat. The next step was four levels above my pay grade, and I was only half qualified in optimism to make it there. I applied for a few jobs with the CV that got me to this current position 4 years ago, just taking care to update the dates to indicate that I had more work experience now, along with an additional degree. But as the rejection emails started rolling in, sans any offers to interview, I realised change had to be made to my CV. 

The version I started with still had my undergrad modules listed along with indicating for which I achieved distinctions. This format was completely ill-fit for the purpose I was seeking – a more senior role with possible people management responsibilities – and to top it all off, it was written in font size 14 and three pages in length. I knew drastic changes had to be made, so I went on a research spree and uncovered the following:

• 80% of submitted CVs don’t get shortlisted by recruiters
• The average hiring manager or head recruiter will only reach out to 6 to 10 candidates for a screening call, and end up inviting 2 to 4 to interview
• A professionally written resume increases your chances to interview by 32% in addition to boosting your earning potential by 7% 

Best practice tips from multiple recruiter websites

Once I understood how important it was to adequately sell myself through my CV and that I literally had the length of a breath to make an impact, I began researching which factors mattered most in terms of format and importance of consideration. For instance, to minimise the likelihood of getting affected by biases of any kind, don’t include your personal identification or social security number as it’s possible to glean gender from there. That being said, don’t add your gender, your marital status, or your address – a simple mention of the city and country you reside in should suffice. You also don’t need to mention your race, unless you absolutely feel it necessary to include. All these factors are grounds for a potential hiring manager or recruiter to discriminate and dismiss you from the cohort before even looking at factors contributing to your actual ability to do the job you’ll be hired for. i.e. accomplishments, education and overall experience. 

You’ve probably heard of ATS or Applicant Tracking Software – it’s tech that companies use to filter through the 1000s of applications they receive for single vacant positions. The goal is to narrow down the pile to a few suitable candidates. You might have guessed it – yes, I absolutely researched what causes an ATS to negate a resume, and the criteria is clear:

• Stick to standard fonts like Arial or Verdana and don’t use too many different fonts in your CV, it will confuse the ATS and throw out an error saying your resume can’t be processed
• Save and share your CV in PDF format – simple and easy to share, plus universally accessible
• Don’t use tables to display information, rather use lists and bullets, as special text of any kind will also confuse the software
• Type out skills and abbreviations i.e., CPA (cost per acquisition) can also be interpreted as Consumer Protection Act, or Certified Public Accountant 
• Stick to simple and consistent date formats i.e., 07/2023 or Jul 2023 
• The maximum length of your CV or resume should be 2 pages, but try and keep it to 1 page if you can
• Stick to consistent standard sections i.e., don’t get fancy with naming your “About Me” section to “My life so far” – recruiters and hiring managers don’t have time to figure out what goes where, they’re trying to scan for the best candidates

Include the following sections as non-negotiables

As recruiters scan through thousands of applications in a week, certain things are expected – make sure your dates follow a chronological order, with the latest event going at the top – always. You can also cut down on detail for work experiences older than 5 years. And try to summarise the impact you had in your current, and previous roles as opposed to just giving a list of KPIs (Key Performance Indicators) you had to reach. Instead of saying “responsible for driving growth in the customer portfolio”, say “I led a team of data scientists to build a predictive model, driving an additional 20% in revenue”. Also don’t be afraid to bold certain phrases, so it’s easier to catch when scanning over.

I’ve gone ahead and designed the below blueprint for what your CV / resume could potentially look like. In doing so, also pay attention to font sizes, as certain sections don’t hold as much weight as others, i.e., your “Education” section is more important than the “References” section initially, but both support your qualification and ability to do the job that you applied for.

Should you add a photo?

Technically a photo on your CV / resume is also an opportunity for a recruiter or hiring manager to practise discrimination or apply unconscious bias towards your application. Yet, I’ve had professional headshots taken and included a picture on my resume with very little negative impact (that I’m aware of). Your profile on LinkedIn will also most likely be viewed, where you probably have a profile picture – so what do you have to lose? I should also add that I’m in Marketing, which is a people-facing profession and I’ve found that presenting a professional appearance can count in one’s favour. Yet if you’re a woman in Engineering or Economics (typically male-dominated and male-led fields) I’d be more careful to include a photo, as you might be judged purely on your looks, as opposed to your incredible accomplishments and experience. Adding a photo is ultimately up to your personal preference.

Writing a personal, yet professional “About Me” section

I hate it when a job asks for a cover letter. I understand the purpose of it, I just don’t think that most recruiters spend an adequate amount of time reading it, thus to me the risk doesn’t equal the reward. Experts also advise to tailor your cover letter to the job you’re applying for, as opposed to attaching a generic letter each time. Realistically, who has time for that if you’re applying for 12 or more jobs a day? So, solution: Bolster your “about me” section to be a personalised, yet a professional summary of who you are – here are some things you can include:

• Your hobbies – don’t include unusual ones like throwing pancakes against a roof, recruiters might disqualify you based on their personal unconscious biases, so keep it simple.
• How many years of experience you have in a nutshell, and in which industries. 
• Mention key skills you’ve mastered i.e., Data Analytics in Python and R, or Senior Copywriting and QA.
• You can also mention how colleagues would describe you, as this would give potential hiring managers a glimpse of what working with you would be like, or add snippets from reviews people left on your LinkedIn profile for even more credibility.
• Any other statement you feel might make you stand out i.e., “I’m not afraid of confrontation or getting my hands dirty in finding the best solution for the business / team”
• Whether you’ve travelled and where – it makes for good conversation during interviews.
• Languages you speak, and their proficiency levels.

There’s no perfect template to this and nothing is ever beyond criticism, so make sure your statements represent your most authentic self, along with your qualifications and skills.

Final thoughts on that CV

Starting the process can be incredibly intimidating, and just know you’ll have to put in at least a day of work if you’re starting with a blank slate. But once it’s done, it’s done and you have a starting point from which to keep on improving. I started out using http://www.cvmkr.com (free version), but if you’re not a paying member, you have very little control of how the final product renders. I’ve since used Google Docs with a free template I found via Pinterest. Nowadays my CV sits in Canva, and I have more control over how to structure my personal-selling tool visually, plus there’s millions of free templates available to edit. Find one that works for you, and run with it! And remember – the world needs your brilliance, so don’t stand in your own way.

Download some free Resume and Cover Letter templates here, here, and here.

Written by Anonymous

Reading time: 5 Minutes

It’s seemingly atrocious how entering the corporate workplace as a young black woman can strip you of all your power. Unsurprisingly, the root of such evil – conscious and unconscious bias continues unchecked in most work environments. Writing this article now as an older version of that young black woman, I realise just how hard I’ve had to work to reclaim my power in a continued white-male-dominated workplace, rife with biases designed to exclude black women and other ethnic minorities.

Feeling powerless and psychologically unsafe

You might be wondering why I’d allow anyone to take my power. Well, research shows that only small portion (48%) of black women in the workplace feel like they are treated with courtesy and respect. In fact, the majority (66% of black women) feel emotionally unsafe at work. Emotional safety in the workplace is linked to psychological safety. It refers to the fear of experiencing microaggressions, such as being spoken down to, having your judgement undermined, or losing opportunities simply for being yourself. It is the aftermath of these experiences and feelings that leave young black women new to the workplace, feeling all sorts of feelings, but the greatest of all – powerless.

Feelings of emotional unsafety and the lack of representation for black women in the workplace are just some of the outcomes of conscious and unconscious bias. Biases have both career and psychological implications, but the latter receives less acknowledgement and remedial action. The limited attention given to the psychological effects of workplace biases on minority groups and black women, in my opinion, are more dangerous. Psychological issues have a compounding effect on things like confidence and mental health, which further exacerbate career stagnation for these women. We see this in recent research (2022) conducted by LeanIn.Org and McKinsey & Company, finding that black women are subject to 55% higher levels of their judgement being questioned, compared to 39% women from other non-minority races, and 29% of men. Imagine what this consistent high level of scrutiny and criticism has on a black graduate’s sense of overall confidence and ability to conquer what lies in front of her. Discriminatory treatment towards minority groups, arguably pose a bigger threat to young black women starting out in their careers than others, as they are yet to build resilience against workplace BS .

Representation is an outward manifestation that shows progress is possible

As an eager young woman of colour, with a truckload of smarts complemented by fancy degrees and an “I’m destined for greatness attitude“ – I was certainly dumbfounded by how unaccepting and unsupportive the work environment was when I landed my first few jobs as a professional. In contrast, my peers from non-minority backgrounds did not have the same experience. While things are changing, the pace is too slow for me. Research still shows that the majority (57%) of black women do not feel as if they are treated as part of a team at work. Granted, one might argue that this is because I work in what society has deemed a “white-dominated industry”. I hate this label. The very existence and acceptance of this language is a problem in and of itself. For the sake of progression let’s call this the problem of young black women not seeing adequate representation across all organisational levels in the workplace and explore it further.

Come to think of it, after 8 years of working for multiple companies in various countries, I have never been managed by another black individual. This is not uncommon. In fact, (62%) of black women have never been managed by another black person. If you compare this to how many white or Caucasian managers you have had in your career, you really start to grasp the magnitude of this problem. Is the world of work saying that the majority of black people, let alone women, are unfit to lead? And non-minority ethnicities are somehow genetically more suited to the task? Surely, not. This is yet another data point telling us what we already know; black women remain underrepresented in management and leadership positions due to bias and are unlikely to break the cycle anytime soon, with the next generation of professionals still unlikely to be managed by a black woman during their tenure. The above illustrates how unaccepting, unsupportive, and uninspiring workplaces continue to be for ambitious black women.

We’re ambitious and change is moving too slow or not at all

And yet black women remain intent on getting a stake at the top of the corporate pie. Data from the Women in the Workplace 2022 report finds that black women leaders are more ambitious than other women at their level, with 59% of black women leaders wanting to be top executives, compared to 49% of women leaders overall. Are black women doing this because they have a point to prove? Is it more an inward motivation, where they feel they deserve a fair piece of the pie? Or do black women feel more capable of leading because of their exposure to these extreme levels of bias? It doesn’t matter why, because women of colour deserve fair treatment in the workplace.

Regardless of all the odds being stacked against them, black women in the workplace are showing signs of not backing down! Despite being part of unaccepting, unsupportive, and uninspiring workplaces that leave them feeling emotionally unsafe and powerless, black women are stepping up to make a difference for themselves and generations to come! I’m one of those women.

References:

Black Women Thriving Report: 2022 | Every Level Leads | https://everylevelleads.com/bwt/

Women in the Workplace 2022 Report | Lean In and McKinsey Consulting | https://leanin.org/women-in-the-workplace/2022/why-women-leaders-are-switching-jobs